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PUB Technical Conference

Business Operations Capital & 

Asset Management July 20, 2017

1

Purpose & Disclaimer

• Introduction to MH business & capital practices

• Common basis of understanding & language• Informal and interactive• Work in process ‐ journey

2

Outline

• Manitoba Hydro Operations & Assets• Asset Management • Business Operations Capital planning process• Forecasting Asset Replacement

3

Glossary• Black start• System Stability• Capacity • Sustainment• Reliability• Effective age• Economic end of life• PAS 55• ISO 55000• Asset Investment Planning (AIP)• Corporate Value Framework (CVF)• Portfolio

4

Operations & Assets

5

Supply Chain

6

GENERATION ----- TRANSMISSION ----- DISTRIBUTION ---- CUSTOMER

Small Number of High Cost Assets

Complex Assets & Assets Spanning MB 

High Number of Low Cost Assets

24|7365

Station Station

Conv ConvDC Link

• Existing customer delivery• New customer connection

Distribution System

• Regional energy delivery• Electric system reliability

Transmission System

• Supply Manitoba load• Generate revenue from surplus energy

Generating System

Operational Objectives

7

TRANSMISSION SYSTEM

Supply Chain

8

GENERATION ----- TRANSMISSION ----- DISTRIBUTION ---- CUSTOMER

Provincial Demand

Regional Demand

Local Demand

Customer

Total Supply

Hydraulic & Thermal 

Hydraulic & Thermal 

Generating Stations

Generating Units

Generating Unit Duty

SUPPLY LOAD & REVENUE

STABILITY e.g. LOAD BALANCING

OPERATIONSe.g. SYSTEM FLOW

RELIABILITYe.g. FUEL VARIATION

BLACKSTART

9

TRANSMISSION SYSTEM

10

GENERATION ----- TRANSMISSION ----- DISTRIBUTION ---- CUSTOMER

Provincial Demand

Regional Demand

Local Demand

Customer

Total Supply

Thermal & HydraulicThermal & Hydraulic

Generating Stations

Generating Units

Example: Operating Context

Example: Operating Context

11

Total Supply

Thermal & HydraulicThermal & Hydraulic

Generating Stations

Infrastructure

Structures

Auxiliary Systems

Generating Units

GS Structures & Infrastructure

Kelsey Generating Station• Water control: spillway, dams, dykes• Electrical: switchyard, transmission, local distribution• Buildings: Staffhouse, camp, shops, storage• Municipal: drainage, water treatment, wastewater, solid waste management• Communications: tower, fibre• Transportation: roads, airport

12

TRANSMISSION SYSTEM

Supply Chain

13

GENERATION ----- TRANSMISSION ----- DISTRIBUTION ---- CUSTOMER

Provincial Demand

Regional Demand

Local Demand

Customer

Provincial Supply

Thermal & HydraulicThermal & Hydraulic

Generating Stations

Infrastructure

Structures

Auxiliary Systems

Generating Units

Generation & Transmission Systems

Regional• Northern supply• Southern load• Province wide delivery• Varying density• Remote assets

14

• Hotspots of growth across Province

• Transmission & distribution system expansion required to serve growth

Adequate SupplyInsufficient Regional Capacity

15

System Investment

• Capacity expansion & deteriorating assets• Highest need for renewal investment

Distribution

• Capacity expansion for regional load growth• Acceptable performance at current investment levels

Transmission

• Sufficient capacity to serve load growth• Acceptable performance at current investment levels

Generation

Large assets entering middle‐age

16

Asset Management

17

Asset Management Strategies?

Proactive

• Replace before failure

• Significant in‐service failure consequence

• Monitor degradation

• May defer or advance to smooth demand

• Example: Furnace, roof

Reactive

• Run to failure

• Manageable in‐service failure consequence

• Life expectancy

• May advance to smooth demand

• Example: Hot water tank, windows

18

Asset ManagementBusiness Objectives

Energy

Customer Value

Services

Gen. System

System Operations

Trans. System

Customer Service

Dist. System

System Assets

Sub‐system

Sub‐system

Sub‐system

Comp

Comp

Comp

Comp

CompAssets to be Managed

Asset Management is the coordinated activity of an organization to realize value 

from assets. – Institute of Asset Management

Asset Management Journey

• Corporate Asset Management (CAM)– Centralization– Framework for business alignment

• Improvement to capital tools & processes– Asset investment planning– Capital portfolio management– Asset condition assessment

20

Corporate Asset Management (CAM)Governance Structure

CAM Executive Council• Vice President level committee• Chaired by Chief Finance & Strategy Officer• Provides centralized vision and strategic direction• Asset Owner

CAM Steering Committee• Director level Committee• Chaired by the Director of Strategic Business Integration• Executes MH’s asset management development strategy• Business owner for processes & tools

21

Corporate Asset Management (CAM) Framework

• Phase 1 – Review Asset Management practices at Manitoba Hydro– Gap assessment against industry best practices, PAS 55, and ISO 55000

– Complete – Appendix 5.1 in GRA• Phase 2

– Development of AM strategy and policies– In‐progress

• Phase 3– Development of Asset Management implementation road map– To be completed following Phase 2

22

Business Operations Capital Planning Process

(excludes Major New Generation & Transmission)

23

Changes to Capital Expenditure Categories

Major New Generation & Transmission

Base & MajorDomestic

Business Operations Capital

Programs Projects

24

Capital Planning Model

Recurring Annual Need

Identified Needs

Potential Solutions

Executing Solutions

25

Project Beginning in yr 1

Project Ending in yr 1

Capital Expenditure Forecast (CEF) is a Snapshot in Time

Executing PortfolioProjects in Flight + Yr 1 Projects Starts + Scope Development

Potential Investments Portfolio Projects and Scope Development under consideration

26

Capital Expenditures Forecast• Portfolios:

– Executing Projects– Potential Investments– Programs

• For each of:– Distributions– Transmission– Generation– Corporate Services (IT, Fleet, Facilities)

• Divided into investment categories

27

Primary Investment Categories

Capacity & Growth 

• Investments required to expand Manitoba Hydro’s generation, transmission, HVDC or distribution assets across the Province

• Provide for future load growth or address existing capacity concerns

Sustainment• Investments required to sustain the current and future performance capability of Manitoba Hydro’s electrical system

• Address issue of degrading and obsolete assets

Business Operations Support • Investments that support business operations and are shared or common throughout the corporation

• Ex: IT investments, fleet, tools, administrative buildings

28

Asset Investment Planning (AIP)

• Asset needs drive capital expenditures

• For immediate operational requirements

• For long term sustainability

• Balancing cost, performance and risk

29

Asset InvestmentPlanning

Objective 1:Optimize timing and scope of projects

Objective 2: Forecast long term capital investment requirements

Forecast Target

Roadmap is under development

• Build processes, tools & data models• Populate inventories, collect data • Calibrate, refine & build proficiency

30

Capital Portfolio Management (CPM)

• Based on capital planning model

• Standardization of tools and processes

• Implementation of Asset Investment Planning (AIP) technology ‐ Copperleaf C55

• Development of Corporate Value Framework (CVF)

• Roll out complete by end of 2017

31

Asset InvestmentPlanning

Manage Grouped Assets

32

Programs: Grouped Assets• Grouped by class or by function• Examples:

– Annual replacement for population sustainability• Wood poles

– Life extension• U/G cables

– Run to fail• O/H transformers

• Capital expenditures forecasted based on:– Population sustainability– Projected failure rates

33

Asset Investment Planning

Program Analytics

Asset Analytics

34

Planning to Execution

SustainmentProjects to Execute

System Growth & Capacity

Compliance & Customer Connects

VariedProgram Items

35

Planning to Execution

Potential Investments• Multiple alternative 

solutions under consideration

• Each with:– Scope– Schedule– Budget– Value assessment

• No firm start date

Executing Projects• Selected alternative• Scope development phase 

completed, if required• Confident:

– Scope– Schedule– Budget– Value assessment

• Firm start date

36

Capital Approvals & Documents

• Capital Investment Justification(CIJ)• Replaces Capital Project Justification (CPJ)• Funding request for Project, Program or Program Item • Authorization to execute

• Capital Investment Concept (CIC) ‐ new• Request funding for scope development• Firm up scope, schedule, budget

37

Authorization to Spend

Capital Project

Scope Development 

Program Items

38

Portfolio Optimization• Select alternative and timing of investments• To deliver the greatest value • While respecting multiple constraints 

Capital Portfolio Before Optimization

39

Portfolio Optimization• Select alternative and timing of investments• To deliver the greatest value • While respecting multiple constraints 

Capital Portfolio after Optimization

40

Portfolio Optimization• Select alternative and timing of investments• To deliver the greatest value • While respecting multiple constraints 

CONSTRAINTSVALUE 

ASSESSMENT

TimeResourcesMoney

Quantify:• Benefit• Risk• Cost

41

Corporate Value Framework

Financial

•Maximize cost savings

•Increase efficiency

Reliability

•Maintain customer service

•Increase customer satisfaction

Corporate Citizenship

•Public perception

Environmental

•Environmental stewardship

Safety

•Safety first for employees and community

Provide safe, reliable and affordable energy to the people of Manitoba.

42

Corporate Value Framework Value Measures

43

Considers net value (Value – Cost)

Considers value gained per dollar (Value/Cost)

Considers multiple project alternatives

Considers different program levels

Considers the effects of project deferral 

Optimized Portfolio

44

Executing PortfolioProjects in Flight + Yr 1 Projects Starts + Scope Development

Optimized Portfolio

Potential Investments Portfolio Projects and Scope Development under consideration

Optimized Flexible Forecast

45

Forecasting Replacement

46

Run to Failure

• Non critical asset• Short time frame for replacement

• Low cost/common stock items• Failure consequence acceptable• Optimized life cycle is run to failure

• Example: pole top transformers

47

Proactive Replacement• Risk assessment and prioritization

• Risk = Probability of Failure (POF) x Consequence (Criticality)

• POF is calculated from the Health Index of your assets and “Effective Age” rather than chronological age

• Replace when RISK COST > REPLACEMENT COST

• Economic end of life

48

• Functional Obsolescence– Asset no longer meets performance criteria– Example: protection equipment does not meet increasing fault levels

• Technical Obsolescence– Asset no longer supported by the vendor– Spare parts no longer available – Example: digital equipment

• Regulatory Obsolescence– Asset no longer meets regulated minimums– Environmental (PCB Content) – Safety (Clearances, Fault Currents)

Obsolescence as End‐of‐Life

49

Asset Condition Assessment

• Assessment of physical condition• Methodology customized by asset class –“how to measure condition”

• Condition parameters and weighting factors– Measurement points– Visual inspections– Operating tests

50

Asset Health Index (AHI) • Asset Health Index (AHI) adds context to asset condition

• Gives an assessment of – Remaining life – Probability of failure– Degradation over time

• Based on:– Specific asset characteristics– Current condition assessment– Operating context

51

Risk Assessment

Operating Context

Condition Assessment

Asset Utilization

Asset Class Characteristics

MB Hydro  Experience

Industry Experience

Asset Health Index Criticality

Risk Assessment

Remaining Life / POF

Degradation Curve

52

Asset Analytics

• Uses asset health and degradation curves to forecast asset risk in time

• Assesses changes in risk for varying levels of investment

53

Forecasting Asset Replacement through Condition Monitoring

• Limited to assets with:– Large capital replacement cost– Significant consequence of in‐service failure– Measurable condition– Predictable degradation & probability of failure

54

Program Analytics

• Uses asset health and degradation curves to forecast aggregate asset population risk in time

• Assess changes in risk for varying levels of investment

55

TRANSMISSION SYSTEM

Supply Chain

56

GENERATION ----- TRANSMISSION ----- DISTRIBUTION ---- CUSTOMER

Provincial Demand

Regional Demand

Local Demand

Customer

Provincial Supply

Thermal & HydraulicThermal & Hydraulic

Generating Stations

Infrastructure

Structures

Auxiliary Systems

Generating Units

CEF16

Renewal investments may be forecasted through analytics

57

Forecasting Capital Expenditures

• Timing of asset failures is uncertain– Operating context may change– Risk mitigation or life extension works

• Scope of replacement uncertain due to potential changes in:

– Technology, codes/standards, methods• Costs uncertain 

– Market conditions• Forecast uncertainty increases further into the future

58

SUMMARY

• Manitoba Hydro Operations & Assets– Complicated supply chain– Broad mix of assets– Regional load growth challenges– Concerns with degrading distribution system asset populations

59

SUMMARY

• Corporate Asset Management (CAM)– Centralization– Framework for business alignment

• Improvement to Business Operations Capital tools & processes– Asset investment planning– Capital portfolio management– Asset condition assessment

60

SUMMARY

• Forecasting Asset Replacement Expenditures– Limited in its application– Forecasts uncertain

61